Leadership is nothing but the function of knowing ourselves.

1. Welcome to the Training
on
Leadership
By Gedif Tessema (PhD)
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2. Leadership
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3. Contents to be covered:
Basic concepts of leadership
Basic concepts of followership
Key challenges of leadership in public sectors
Different types of leadership to respond to these challenges
OCB
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4. What is Leadership?
“Leadership is a function of
knowing yourself, having a
vision that is well
communicated, building trust
among colleagues, and taking
effective action to realize your
own leadership potential.’’
Warren Bennis
Leadership is inspiring others to follow your vision/
direction/dream- Stever Robbins
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5. Cont’d
Leadership is the influencing process of leaders and followers to achieve organizational objectives
through change.
 Five elements:
Influence
Organizational objectives
People
Change
Leaders-Followers interactions
We’ve always done it this way; We’ve never done it that way before; It can’t be done; No one else has
done it; and It’s not in the budget. Change???
Leaders
Followers
Common
goal
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Change

6. Traits of effective leaders
Dominance- interest in getting ahead and leading through competing and
influencing (want to be managers and to take charge, not bullying style).
High Energy- positive drive to work hard to achieve goals.
Self-Confidence- self assured in your judgments, decision making, ideas, and
capabilities.
Locus of Control (internal/external)- belief in control over one’s destiny.
Stability (adjustment)- managerial effectiveness and advancement as…
emotionally stabled.
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7. Traits of effective leaders (cont’d)
Integrity- honest and ethical, making a person trustworthy…. Altruistic behaviour.
Intelligence- cognitive ability to think critically, to solve problems, and to make
decisions… (acquisition of knowledge, manipulation of information, reasoning)
Emotional Intelligence- the ability to work well with people (self awareness, social
awareness, self management, and relationship management).
Flexibility- the ability to adjust to different situations.
Sensitivity to Others- understanding group members as individuals (agreeableness).
Positive attitude and self-concept
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8. Followership
Effective leadership requires effective followership, because without followers,
there are no leaders.
No work unit or organized effort can succeed and be sustained without followers.
Therefore, understanding new concepts and theories of followership becomes quite
useful in any sector.
Followership refers to the behavior of followers that results from the leader–
follower influence relationship.
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9. Types of Followers
Effective
follower
Conformist
follower
Alienated
Follower
Passive
follower
Pragmatic
follower
Le
vel
of
inv
olv
e
m
en
t
(Lo
w-
Hi
gh
Critical thinking (High – Low)
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10. Types of followers (cont’d)
1. Alienated follower- is someone who is low on involvement yet is high on critical thinking.
The alienated follower is someone who feels cheated, or unappreciated, by his or her
organization for exemplary work.
They are capable but unwilling to participate in developing solutions to problems.
2. Conformist follower- is someone who is high on involvement but low on critical thinking.
Conformists are the “yes people” of the organization.
They carry out all orders without considering the consequences of such orders.
A conformist would do anything to avoid conflict.
Authoritarian leaders prefer conformist followers.
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11. Types of followers (cont’d)
3. Passive follower- is someone who is neither high critical thinking nor involvement.
The passive follower looks to the leader or others to do all the thinking and does not get involved.
 Lacking in initiative and commitment to the team, the invisible follower requires constant supervision and
never goes beyond the job description.
They are often described by their leaders as lazy, unmotivated, and incompetent.
4. Effective follower- is someone who is high on critical thinking and involvement.
Effective followers are not risk-averse nor do they shy from conflict.
5. Pragmatic follower- exhibits a little of all four styles—depending on which style fits the prevailing situation.
Pragmatic followers are “stuck in the middle” most of the time.
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12. Guidelines to become an effective follower
a) Offer support to leader.
b) Take initiative.
c) Play counseling and coaching roles to leader when appropriate.
d) Raise issues and/or concerns when necessary.
e) Seek and encourage honest feedback from the leader.
f) Clarify your role and expectations.
g) Show appreciation.
h) Keep the leader informed.
i) Resist inappropriate influence of leader.
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13. Public sector leadership challenges
The Number 1 Leadership Question: “What is Holding Us Back?”
“Nothing is changing fast enough,” said a frustrated CEO. “We have good people,
good values, and a strong strategy, but change around here is painfully slow or just
doesn’t happen.”
Frustrated with the slow pace of change, executives ask, “What is holding us
back?”
Therefore, examining the different key leadership challenges that holds them back
starts to be critical.
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14. Public sector leadership challenges-more of internal
Managing and motivating subordinates (diversity)
Organizational operations and performance (bureaucratic environment, budget, effective followers, …)
Balancing multiple work priorities (time management, setting/balancing priorities, volume of work,
delegating)
Talent management (recruiting/retaining/training; leader development; diversity)
Building and leading teams (leading/developing/merging/empowering a team)
The public perception value- knowing how to achieve the right balance in the public eye takes time.
The paradox of innovation and creativity- as they require ability to take risk and make mistakes.
Focus on outcomes-everybody looks only for today.
Managing stress and mental health- public sector workplaces are incredibly stressful.
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15. Key leadership challenges-more of external
Increasing pace of change
 Technological developments
Changing perceptions
 Increasing expectations
 Citizen empowerment
 Changing workforce
Changing environment
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16. What challenges have you been facing in time of your leadership?
how did you respond/approach them?
“It is understood that a complex and changing environment
requires a new way of thinking and behaving”.
“ The need for a new type of leadership”.
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Discussions

17. Fearless Leadership
The courage to take a bold stand, act decisively, and engage with others in an
extraordinary way, specially in times of chaos and uncertainty.
o Fearless leadership provides you with the methodology and tools to unite and
mobilize people to work together effectively in a way that drives change throughout
the organization.
o Fearless leadership is not the absence of fear.
o It is the courage to confront fear and solve problems from a radically new direction.
o Fearless leadership is not a concept; it is an action.
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18. The Promise and Results of Fearless Leadership
The promise of fearless leadership is fast individual and
organizational transformation.
It takes only one person to start the process.
You have the ability to influence change and dramatically increase
engagement, alignment, and results.
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19. As a fearless leader, you have
The capacity to eliminate barriers that block your leadership effectiveness.
The courage to take a stand and act decisively with renewed confidence
and passion.
The freedom to choose a new level of participation and engagement.
The methodology and tools to transform individuals, teams, and
organizations.
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20. What Prevents Fearless Leadership: Unidentified Blind Spots
The 10 Blind Spots that Derail Leaders
1. Going it alone- believed to be self-sufficient.
2. Being insensitive to your impact on others
3. Having an “I know” attitude
4. Avoiding difficult conversations-not feel confident in their ability to be emotionally honest
and direct.
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21. What Prevents Fearless Leadership: Unidentified Blind Spots (cont’d)
5. Blaming others or circumstances-Pointing the finger at others is much easier than taking
accountability.
6. Treating commitments casually-Not making and not keeping commitments/not fulfilling promises in
time.
7. Conspiring against others-Speaking negatively about people or their ideas/discrediting and
discounting.
8. Withholding emotional commitment-“hearts and minds”—emotional and intellectual commitment,
but withdrawing your passion and enthusiasm…
9. Not taking a stand-reversed decision/unproductive meeting,…
10. Tolerating “good enough”-Avoiding the discomfort of uncharted territory.
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22. Five Requirements to Become a Fearless Leader
1. Take 100% accountability and act as an owner.
2. Take a bold stand and act decisively.
3. Be courageous and openly discuss your blind spots.
4. Build committed partnerships to achieve end results.
5. Be unreasonable and make the tough calls- opposed to ‘good enough’.
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23. Criss Leadership
A crisis can strike any organization without warning.
A crisis by its very nature is an event that could not be predicted
or anticipated prior to its occurrence.
Crisis avoidance is rarely possible.
Therefore, leaders need to possess the skills and competence to
lead during times of crisis- Crisis Leadership.
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24. Crises that would potentially happen….
• Natural disasters (hurricanes, drought, flood,…)
• Human error disasters (Ethical lapses, Corporate scandals, Workplace
discrimination, displacement, war…..)
• System disaster (system of the organization, sate, the nation,…..)
Therefore, strategic planning and crisis readiness plans need to get
huge concern.
Besides, the crises should be communicated and managed effectively.
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25. Strategic crisis leadership requires three things:
1.Using environmental monitoring techniques to identify events
that could trigger crises in the future.
2.Integrating crisis management into the strategic management
process so it remains a regular part of the overall strategy-
evaluation process.
3.Establishing a culture that embraces crisis awareness and
preparation as a way of life.
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26. Guidelines to Effective Crisis Communications and Management.
Be present.
Don’t “spin.”
Communicate plan of action.
Be sensitive with affected parties.
Avoid conflicting messages.
Show a plan for how you will avoid
a repeat in the future.
.
 Don’t make excuses for the leader.
Go the extra mile. Go beyond the
requirements of the situation.
When things are going good, take credit for
it without being self-absorbed.
The media is your friend and link to the
public. Be honest and straightforward
with them.
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27. Great Crisis Leaders: 10 key characteristics
1. Seeing things for what they are- they live on the front end of reality.
2. Strategy and Detail- they are able to see the big picture.
3. Multiple Options- they are confident enough to know and accept that
their way may not be the best way.
4. Decisiveness- taking ownership of the solution.
5. Collaboration- ‘better together’ despite great leaders take the ownership
of the problem.
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28. Cont’d
6. Listen to unpopular advice- sit down and listen individuals having different perspectives.
Unsuccessful leaders listen only to those who agree with them.
7. Calm, Courageous and Positive during a crisis.
8. Take risk in the face of risk- if it is the best solution, however, the strong leader is prepared to take
the calculated risk.
9. 80% Rule (at least)- ‘imperfect decision can often better than not at all’.
Leaders certainly want to make the right set of decisions.
Strong leaders understand they will not always have all of the information they might like.
10. Prepare to admit mistakes- all great leaders posses ‘humility’.
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29. How do you respond to organizational crisis?
Do you posses some/all of the characteristics
given?
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30. Leadership and Spirituality in the Workplace
“Spiritual principles are useful to many leaders in their personal and professional
development”.
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31. Spirituality in the Workplace
There is a new openness in leadership education to recognition of our spiritual nature.
This recognition can be on a:
o personal level: when a person explores his or her own spiritual journey and struggles with what this
means for their work.
oconceptual level: both academics and practitioners explore the role that spirituality might have in bringing
meaning, purpose, and increased performance to organizational life.
A major change is going on in the personal and professional lives of leaders, as many of them more deeply
integrate their spirituality and their work.
And most would agree that this integration is leading to positive changes in their relationships and their
effectiveness.
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32. Spirituality in the workplace-definition
It is a state of intimate relationship with the inner self of higher values and
morality.
It is a recognition of the truth of the inner nature of people.
Spirituality does not apply to particular religions, although the values of some
religions may be a part of a person’s spiritual focus.
Said another way, spirituality is the song we all sing.
Each religion has its own singer.
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33. Spirituality in the workplace- how it works
People seeing their work as a spiritual path, as an opportunity to grow
personally and to contribute to society in a meaningful way.
More caring and compassionate others.
It is about integrity, being true to oneself, and telling the truth to others.
Spirituality in the workplace can refer to an individual’s attempts to live his
or her values more fully in the workplace.
Therefore, leaders need to design their organizations structure to support
the spiritual growth of employees.
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34. Levels of Spirituality Development in the workplace
In practice, organizations are implementing spirituality in the workplace
approaches at one or more of the following four levels:
Level 1: Individual Development
Programs focus on helping the individual employee to understand more about his
or her values, spiritual principles, and sense of purpose (like offering meditation
room).
There is an understanding that if people can discover and respond to their own
“calling” or sense of purpose, they will be more creative, committed, and service-
oriented.
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35. Cont’d
Level 2: Leadership and Team Development
Organizations are offering courses to leaders with titles like “Authentic
Leadership,” “Leading with Soul,” and “Spiritual Leadership.”
They may also offer courses such as “Team Spirit” and “Noble Purpose”.
Leaders are encouraged to apply spiritual values such as humility, trust,
courage, integrity, and faith to their work with teams.
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36. Level 3: Total System Development
Organizational leaders have become personally committed to creating organizations that nurture
the human spirit of the company’s employees, customers, and other stakeholders.
This can help an organization move beyond just a focus on profits and the bottom line to a
commitment to human development and a positive contribution to society.
Level 4: Redefining the Role of Business/Public organizations
Business leaders start to redefine the purpose of business as the solution to solving problems in
society and around the globe, rather than being a contributor to them.
The focus is on using the creative energy and talent of their employees, along with their vast
capital resources and international reach, to truly make a positive difference in the world.
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37. Guidelines for Leading from a Spiritual Perspective
1. Know Themselves
All spiritual growth processes incorporate the principle of self-awareness.
Leading provides a great opportunity to become more self-aware.
2. Act with Authenticity and Congruency
Authenticity means being oneself, being fully congruent, and not playing a role.
3. Respect and Honor the Beliefs of Others
What seems to work best is to build a climate of trust and openness first, and to model
an acceptance of opinions and ideas that are different from yours.
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38. Cont’d
4. Be as Trusting as You Can Be
See yourself as trustworthy, and believe that it is our essential nature as
humans to be trustworthy, then you will naturally feel trusting of
colleagues and subordinates.
5. Maintain a Spiritual Practice
When leaders faithfully commit to a particular spiritual practice they are
calmer, more creative, more in tune with employees and customers, and
more compassionate.
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39. 1. How do you respond to leading with spirituality in your work place?
2. Do you posses some/all guidelines of leading from a spiritual
perspective?
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40. .
.

41. What is OCB?
Individual behaviour that is discretionary, not directly or explicitly recognized
by the formal reward system, and promotes the effective functioning of the
organization;
Behaviour in which the employee goes beyond the call of duty;
Behaviour in which the employee goes beyond the boundaries of their formal
job description.
Organizational citizenship behavior (OCB) is referred as set of discretionary
workplace behaviors that exceed one’s basic job requirements.

42. Cont’d
Work behaviour can be seen in terms of in-role and extra-
role behaviour.
willingness to engage in extra-role behaviour idindicative of
high OCB.
OCB is product of high level of motivation and
commitment
individuals become self driven

43. Manifestations of OCB
Altruism
Courtesy
Sportsmanship
Conscientiousness
Civic Virtue

44. Altruism
 Altruism is defined as the desire to help or otherwise assist another individual, while not expecting a reward
in compensation for that assistance.
 A movement that combines both the heart and the head.

45. Courtesy
Courtesy is defined as behaviour which is polite and considerate towards other
people.
Courtesy costs nothing, but buys everything.

46. Sportsmanship
Sportsmanship is defined as exhibiting no behaviour when something does not go
as planned or when something is being perceived as annoying, difficult, frustrating
or otherwise negative.
Avoiding unnecessary conflicts.

47. Conscientiousness
Conscientiousness is defined a behaviour that suggests a reasonable level of self-control and discipline, which
extends beyond the minimum requirements expected in that situation.
High cognitive skill

48. Civic Virtue
Civic Virtue is defined as behaviour which exhibits how well a person represents an
organization with which they are associated, and how well that person supports their
organization outside of the official capacity.
Putting the common good before personal interest
Speaking positively about the business/organization/the nation to others.

49. Act as a Fearless,
Crisis, & Spiritual
Leader!
Thank You!